Leadership Crisis Research Articles

When the going gets tough: Educational leadership and resilience in times of crises

Managing and leading under challenging conditions is one of the hallmarks of effective leadership. In today’s educational environment, educational leaders and managers must be swift-thinking and fast-acting in their approach. This demands building resilience. In this mixed-methods study, the researchers explored educational leadership and resilience during crises. The study sought to answer two overarching questions: What lessons did educational leaders learn from the COVID-19 experience, and How do the lessons learned prepare educational leaders to be resilient in times of crises? Data for this study were collected via survey and interviews. Survey data were analysed using descriptive statistics, and interview data were analysed using Taylor-Powell and Renner’s (2003) five-step approach. The major findings revealed a necessity for proactive planning, effective communication, and a team approach. Leaders highlighted the importance of resilience training, preparation, and emotional intelligence in navigating crises. The findings provide valuable information that could be used to equip educational leaders and managers to build resilience and augment the practice of educational leadership, particularly during times of crises. Therefore, the recommendations emphasise the need for comprehensive crisis leadership training, the development of contingency plans, and continuous professional development to enhance leaders’ capacity to manage future disruptions effectively.

THE ROLE OF EMOTIONAL INTELLIGENCE IN CRISIS LEADERSHIP: EFFECTS ON EMPLOYEE MORALE AND ORGANIZATIONAL RESILIENCE

This research paper examines the role of emotional intelligence (EI) in crisis leadership and its influence on employee morale and organizational resilience. By analyzing theoretical frameworks such as Golemans Emotional Intelligence Model, Transformational Leadership Theory, and Crisis Management Theories, the study establishes the significance of EI as a critical asset for leaders navigating crises. The paper delves into how emotionally intelligent leaders-who demonstrate empathy, self-awareness, and effective communication-enhance employee morale, create a supportive work environment, and build trust during times of uncertainty. Key findings indicate that leaders with high EI can mitigate the negative emotional impacts of crises, thereby preserving morale, fostering a sense of security, and promoting collective resilience. Furthermore, the research reveals that emotionally intelligent leadership not only addresses the immediate emotional needs of employees but also contributes to long-term organizational resilience by fostering a culture of psychological safety and adaptability. Through real-world case studies, the paper contrasts the outcomes of EI-driven leadership with those of low EI leadership, highlighting the far-reaching impact on employee engagement, productivity, and overall organizational stability. The implications suggest that developing emotional intelligence in leaders is essential for maintaining a motivated and resilient workforce capable of navigating complex and unpredictable business environments. Ultimately, the research underscores the strategic importance of integrating emotional intelligence into crisis leadership to ensure sustainable organizational success and employee well-being.

Government‐level public leadership development in the United States

AbstractThis paper examines 201 leadership development programmes run by government agencies in the United States. It focuses on in‐service training provided to civil servants at the federal and state levels. The aim of this paper involves identifying and discussing the main curriculum themes that underpin those training programmes. Based on the analysis and interpretation of these programmes, it proposes directions for future public administration research.Points for practitioners Five curriculum themes—mentoring, leading change, emotional intelligence, diversity and equity, and crisis leadership—underpin the leadership training programmes of government agencies. These public organisations should be viewed and conceptualised not only as bureaucracies but also as communities of learning. It is crucial to measure these training programmes’ organisational outcomes and effectiveness.

Initial crisis leadership during COVID-19 higher education: a systematic review

ABSTRACT The effect of the novel coronavirus pandemic (COVID-19) on the higher education sector is profound. The scholarly research on COVID-19 effects in higher education have largely focused on presenting intra-period facts, often with poor contextualisation to the broader evidence base. This manuscript draws on the first comprehensive systematic literature reviw database comprising 138 publications, the COVID-19 in Higher Education Database, to provide a first glance at six months of COVID-19 crisis leadership responses in the higher education sector. This systematic review aims to consolidate learning and teaching literature between 1 January 2020 and 30 June 2020 to share timely educational knowledge with the sector. Through a thematic analysis, the authors identified six key themes emerging in the literature: academic development, edtech, student experience, pedagogy, policy and wellbeing. They found that there were consistencies in the emerging literature across different disciplines and jurisdictions, despite the general lack of interaction between these manuscripts.

Leadership in a continuous crisis

AbstractResearch has focused on episodic crises (e.g., fire extinguished), with regard to causality, management, and recovery. But some crises (e.g., illegal migration) are continuous, with no clear conclusion, and the nature and timing of the recovery phase are indeterminate. To explore the challenges facing leaders in a continuous crisis, we turn to ‘extreme fiction’ – a radically imaginative narrative of possible accidents, crises and disasters. The television series The Walking Dead is an example of a continuous crisis. This is also a novel crisis, which means that crisis management routines, protocols, and standard operating procedures may not apply, and the value of past experience may be limited. Our analysis offers a novel perspective on the nature of the crisis leadership role, by showing how a continuous crisis generates three paradoxical leadership agendas: managing the crisis (which includes unmanageable elements), managing conflict (while initiating and participating in conflict), and managing values (which may have to be temporarily abandoned). Our findings also demonstrate how contextual properties shape the leadership role in a continuous crisis.

Designing for Resilience: Principles for Building Organizational Adaptability

Organizational disruptions from events like the COVID-19 pandemic have demonstrated the importance of resilience - an organization's ability to anticipate risks, maintain core functions during crises, and adapt successfully. This article outlines eight design principles that research indicates can help build resilience into an organization's structures, systems, culture and operations. Drawing from literature in fields like organizational development, crisis leadership and strategic management, the principles focus on distributing leadership and information sharing; promoting flexible, modular designs; ensuring redundancy of critical resources; cultivating a learning culture; maintaining flexible funding and resources; conducting scenario planning and training; fostering strategic partnerships; and taking an adaptive approach to goals. The principles are grounded in academic research but presented through the lens of a practitioner's consulting experience. The article also discusses practical strategies for applying the resilience design framework to assess risks, strengthen crisis response capabilities, and nurture continuous organizational learning and adaptation.

Employee perspectives on effective crisis leadership skills in small and medium-sized enterprises

ABSTRACT Building on the 4Cs and five phases of crisis management and Hersey and Blanchard’s situational leadership model, this research aims to identify employees’ perspectives and expectations on crisis leadership characteristics and skills to lead organisations and decrease the disruptive effects of a black swan event. This exploratory research interviewed 43 small and medium-sized enterprise employees from wholesale and retail trade sectors in Taiwan and the U.S. and studied their expectations of effective crisis leadership. Using an inductive thematic analysis, this research identified eight themes for leaders to navigate and lead through crises and make positive changes. Personal qualities and abilities to excel are the top two themes mentioned by most of the interviewees. A follower-centred situational leadership that demonstrates positive personal qualities, focuses on employee safety, and assures job security and transparency can effectively lead the employees and organisation to overcome a crisis. The findings could be used for organisation leaders’ and HRD professionals’ practice as change agents and for future research in HRD theory and leadership.

A social identity approach to crisis leadership.

This paper discusses the importance of a social identity approach to crisis leadership in the context of global crises such as the Covid-19 pandemic and emphasizes the interconnected relationships between leaders and followers. I highlight the role of leaders in fostering unity and shaping citizens' responses especially during crises. I discuss the nature of crises and the significant role of political leaders in guiding societal responses and suggest that crisis leadership extends beyond individual competencies and behaviours and involves a shift from individual to collective responses. With this, I introduce the social identity approach to leadership that views leadership as a social influence process and emphasizes the importance of creating a sense of 'we-ness' among followers. Following from that, crisis leadership involves leaders constructing defining features of collective identity and efficacy to address crises appropriately. However, the value of this approach depends on the careful definition of shared identity boundaries, consideration of diverse experiences within society, the evolving nature of crisis leadership over time and potential consequences of crisis leadership. The sustainability of identity leadership, the dynamics of intergroup and subgroup processes, and the complexities of various crises are identified as areas requiring further research.

Examining the Crisis Leadership of Public-Private Partnership in Ecological Based Tourism of Bromo Tengger Semeru

Examining the Crisis Leadership of Public-Private Partnership in Ecological Based Tourism of Bromo Tengger Semeru

Clerical Leadership and Political Management in Africa in the 21st Century: The Case of Nigeria

The return of the military to active participation in the leadership of some countries across African is disturbing on the one hand, but on the other hand, it is indicative of the fact that Africa is in serious leadership crisis. As a result of leadership crises in Africa many countries are underdeveloped and also considered as failed states. Nigeria’s situation seems most pathetic. As such, Africa in general and Nigeria in particular is in need and search of a leadership paradigm that will bring about economic and social development. In this article, the concept “Pastoral Leadership” is explored and projected as the needed leadership paradigm in 21st century Africa in general and Nigeria in particular. The article adopted qualitative research method based on content analysis. It argues that since good leadership is necessary for economic growth, infrastructural development and peaceful co - existence based on requirements of justice and equity; and, since various leadership paradigms adopted in Africa in general and Nigeria in particular since the attainment of independence in the 1960s seem not to be working, pastoral leadership modeled on shepherding imagery as found in both Islamic tradition and Christian scripture is recommended for some Africa in general and Nigeria’s current democratic dispensation in particular.

Democratic Socialism of BP and its Imperatives in Nepal's Politics and Development: A Critical Outlook

This paper explores Bishweshwar Prasad Koirala’s interpretation of democratic socialism and its influence on Nepal’s political and developmental trajectory. Adopting a review-based methodology within a critical framework, the research delves into BP’s principles of democratic socialism, which aim to blend democratic governance with social fairness and economic equity. The study evaluates how these principles were reflected in development policies during the Nepali Congress leadership, noting both positive outcomes and limitations. Additionally, it addresses the substantial obstacles encountered in applying democratic socialism in Nepal, such as political instability, leadership crisis, economic constraints, and societal challenges. In conclusion, the paper assesses the ongoing significance and future prospects of democratic socialism in Nepal, advocating for its effective theorization and application through development strategies centered on the people, improved governance practices, and reinforced institutional structures to promote political morality and sustainable development.

Examining Psychological and Physical Distance and Ethical Leadership During a Pandemic: A Two-Sample Study of the Effects on Ratings of Crisis Leader Effectiveness, Well-Being, and Improved Business-Related Outcomes

Amid the challenges posed by COVID-19, this research focuses on the role of ethical leadership in shaping perceptions of crisis leaders’ effectiveness, personal well-being, and business-related outcomes. In this two-sample study, we contrast political leadership at the highest level examining the ethical leadership of a distal executive (President Biden) and a proximal executive (CEO leadership) – advancing literature about why top management ethical leadership matters, the importance of moral and duty-based views, and distal or proximal leadership. This research expands our understanding of ethical leadership and prompts rethinking leadership roles, echoing the urgency to prioritize ethical leadership given its profound impact.

A glance at the COVID-19 epidemic control system in Taiwan: implications for organizational crisis management and leadership in black swan events

Abstract The COVID-19 pandemic caused substantial impacts and uncertainty in the world. For human resource leaders compelled into new roles in light of the pandemic, this paper used an exemplary case – Taiwan – to (1) discuss lessons and takeaways from the Taiwanese government’s and organizations’ response to the pandemic and (2) identify the structure of a pandemic control model and effective leadership behaviours at the national level that may be adopted in business settings to decrease the disruptive effects of a crisis. While efficient subsystems in organizational governance, policy, leadership, and culture are essential to combat a crisis, the evidence from Taiwan’s case in these contexts highlights the importance of various infrastructures and communication pathways in crisis management. The study aims to advance the understanding of effective responses and leadership skills in times of crisis and contribute to human resource literature and policy development in business settings. Human resource professionals and leaders play an important role as change agents to reduce the disruptive effects of a black swan event and can benefit from this study to be prepared for future crises. Implications for international human resource interventions in crisis management and leadership and recommendations for future research are provided.

Towards a Crisis Management Playbook: Hospice and Palliative Team Members’ Views Amid COVID-19

ContextThe critical role of hospice and palliative care in response to the COVID-19 pandemic is well recognized, but there is limited evidence to guide healthcare leadership through future crises. ObjectivesOur goal was to support future organizational resilience by exploring hospice and palliative team members’ perspectives on crisis leadership during the COVID-19 pandemic in New York City (NYC). MethodsThis qualitative descriptive study used individual, semi-structured interviews of purposively sampled interdisciplinary team members. Enrollment sites were two large NYC metro hospice care organizations and one outpatient palliative care practice. We asked participants to complete a demographic form and a 45–60 minute interview. We used descriptive statistics and thematic analysis, respectively, for data analysis. We triangulated the data by presenting preliminary study findings to a group of clinicians (n=21) from one of the referring organizations. ResultsParticipants (n=30) were professionally diverse (e.g., nurses, physicians, social workers, chaplains, administrators), experienced (mean=17 years; 10 years in hospice), and highly educated (83% ≥ master's degree). About half (n=15) self-identified as white, non-Hispanic, and nearly half (n=13) self-identified as being from a racial/ethnic minoritized group. Two (n=2) did not wish to self-identify. We identified four themes that reflected challenges and adaptive responses to providing care during a crisis: Stay Open and Stay Safe; Act Flexibly; Lead Adaptively; and Create a Culture of Solidarity. ConclusionWhile additional work is indicated, findings offer direction for a crisis management playbook to guide leadership in hospice, palliative care, and other healthcare settings in future crises.

Collective response capacity: Developing crisis leadership in organisations

AbstractHow can crisis leadership be developed before an organisational crisis occurs? This article addresses this important question by reviewing three individual‐level leadership perspectives (leader personality traits, leadership styles, and functional leadership) and three organisational level perspectives (leadership as contextual, leadership as collective, and leadership as dynamic), on how to develop crisis leadership with regard to recruitment, selection, and training. While crisis leadership is often perceived as something individual “leaders are born with” or as a variant of general leadership abilities, such an understanding leaves much to chance in terms of who will be effective leaders in a crisis, as well as the development of leadership capacity in organisations before a crisis actually occurs. This passive approach not only contradicts research on what constitutes effective crisis leadership but also is perceived to be unethical in terms of the potential consequences ineffective leadership can have in a crisis. This article provides an integrative overview of current and hitherto dispersed crisis leadership development research, showing how recruitment, selection and training to achieve collective crisis leadership capacity encompasses switching between organisational and individual level perspectives. We suggest implications for theory and future research as well as for practitioners responsible for developing crisis leadership in organisations.

Public Administration and National Security in Nigeria

The paper assessed public administration issues and challenges to national security in Nigeria. This is to know how public administration can be strengthened to curb threats to national security in Nigeria. It is a theoretical paper hence, it relied on data obtained from relevant published textbooks, journals, newspapers, and conference papers. The data collected were analysed through the descriptive method. Using the structural functionalism theory, public administration was identified as a critical instrument of government to achieve its national security goal of Nigeria. It found that public administration has not been able to provide the expected national security in Nigeria. The unfriendly and paralysing situations of the political and socio-economic environment, the collapsing conditions of good governance, and the leadership crisis were found as issues and challenges facing public administration on national security in Nigeria. The paper concluded that public administration is what the government uses to maintain national security but could not provide the expected results due to issues of poor political environment and crisis of leadership. It recommended, among others, the redefinition of political structure and rebirth of leadership in Nigeria to promote a better and more friendly political environment that is conducive for public administration to discharge its function of national security in Nigeria.

Responding to Crisis: A Multiple Case Study of District Approaches for Supporting Student Learning in the COVID-19 Pandemic

Purpose: Prior research shows wide variation in student learning across contexts during the COVID-19 pandemic, but less is known about why such variation occurred or how particular response approaches may help districts navigate future crises. Research methods: Drawing on crisis leadership and organizational theory, we conducted a multiple case study of pandemic response across five school districts in Michigan that performed better-than-predicted on benchmark assessments during the 2020–21 school year. We interviewed 46 district, school, and teacher leaders across district cases and analyzed data using comparative case study methods. Findings: We find that local leaders relied on existing resources such as staff-student relationships, school-family relationships, and curricula and instructional models to address foundational needs stemming from the pandemic. These resources were part of each district's distinct approach to supporting student learning prior to the pandemic and provided a reliable path forward amidst ongoing uncertainty and disruption. When previous approaches were not aligned to external demands, local leaders leveraged staff expertise, staff collaboration, and school-family relationships to develop new teaching and learning approaches. In-person and hybrid districts adapted to create safe in-person learning environments, while remote and hybrid districts adapted to use technology to engage students in distanced learning and personalized academic support. Implications: Our findings shed light on pandemic response approaches that other districts can adopt in future crises and resources that need to be cultivated and distributed across districts to support crisis response. We contribute new insights on the interplay between leadership and organizational capacity during crisis response.

The impact of crisis leadership on the performance in public sector: The mediation role of trust and knowledge sharing

AbstractIn crisis scenarios, trust and knowledge sharing are rare and crucial for moderating the relationship between leadership and performance. This paper examines how leadership influences the performance of civil servants during crises in the public sector, mediated by trust and knowledge sharing. The authors develop a theoretical model and empirically test it with survey data from 346 civil servants in the public sector related to epidemic response in China. A structural equation model is used to examine the paths through which leadership affects performance. This research indicates that crisis leadership can directly enhance contextual performance but does not directly impact task performance. However, both explicit and tacit knowledge‐sharing behaviour can exert significant mediating effects. Furthermore, cognition‐based trust can indirectly influence task performance through a chain mediation effect involving explicit knowledge sharing. This research underscores the multifaceted impact of crisis leadership and elucidates how leaders can effectively navigate crises through different types of trust and knowledge‐sharing strategies.

Crisis Leadership from a Leadership-as-Practice Perspective: Avenues for Future Research

Crisis Leadership from a Leadership-as-Practice Perspective: Avenues for Future Research

Triumph in Turmoil: The Influence of Self-Efficacy and Ethics on Crisis Leadership Effectiveness

Triumph in Turmoil: The Influence of Self-Efficacy and Ethics on Crisis Leadership Effectiveness